Policies are based on the goals and objectives of the library and should be formally adopted by the governing body. Written policies should be considered for:

Policies are based on the goals and objectives of the library and should be formally adopted by the governing body. Written policies should be considered for:

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1. Material Selection - This policy was discussed in Chapter 3. In brief, major components of this policy should cover: the kinds of materials to be collected; who is responsible for selection activity; guidelines for selecting new library materials; the professional tools to be used in selecting material (Booklist, etc.);specific collection goals such as those for cultural materials; guidelines for accepting gifts; and the guidelines for weeding.

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1. Material Selection - This policy was discussed in Chapter 3. In brief, major components of this policy should cover: the kinds of materials to be collected, subject areas, types of media; who is responsible for selection activity; guidelines for selecting new library materials; the professional tools to be used in selecting material (Booklist, etc.);specific collection goals such as those for cultural materials; guidelines for accepting gifts; and the guidelines for weeding.

2. Circulation - Major components of this policy statement should include: who may have a card; the library card registration procedure; which materials may be taken out of the library and for how long; overdue material guideline; and interlibrary loan.

2. Circulation - Major components of this policy statement should include: who may have a card; the library card registration procedure; which materials may be taken out of the library and for how long; overdue material guideline; and interlibrary loan.

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3. Rules of Conduct - This policy should be written to ensure the safety of individuals in the library; to protect the rights of individuals; to preserve facilities and materials; and to maintain order in the library. This policy should cover specific unacceptable behaviors (cellphone use, etc.) and their consequences.

3. Rules of Conduct - This policy should be written to ensure the safety of individuals in the library; to protect the rights of individuals; to preserve facilities and materials; and to maintain order in the library. This policy should cover specific unacceptable behaviors (cellphone use, etc.) and their consequences.

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4. Safety/Disaster Policies - Libraries should be prepared for disasters such as fires and flood as well as health and safety emergencies. This policy could be extensive. EDIT LATER

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4. Safety/Disaster Policies - Libraries should be prepared for disasters such as fires and flood as well as health and safety emergencies. This policy could be extensive. ALA provides information about disaster preparedness with the following websites:

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Policies might also be considered for a variety of other activities including use of the library meeting room; service hours; computer and Internet use; photocopy use and copyright law; personnel regulations; confidentiality of patron records; and others as necessary. In developing policies, be sure that staff have input into them.

5. Privacy - Libraries need to provide information to patrons regarding how their personal information will be used by the library and protected by the library. ALA provides guidelines for developing a library privacy policy at: http://www.ala.org/ala/oif/iftoolkits/toolkitsprivacy/guidelinesfordevelopingalibraryprivacypolicy/guidelinesprivacypolicy.htm

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Policies might also be considered for a variety of other activities and facilities usage including use of the library meeting room; service hours; computer and Internet use; photocopier, printes, computers and other equipment use and copyright law compliance; personnel regulations; confidentiality of patron records; and others as necessary. In developing policies, be sure that staff have input into them.

A number of libraries now have their policies online. The following Internet sites contain sample library policies:

A number of libraries now have their policies online. The following Internet sites contain sample library policies:

Consideration should be given to developing a staff manual for the tribal library. It should be developed by the librarian and library staff. Items suggested for inclusion in a staff manual are:

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Consideration should be given to developing a staff manual for the tribal library. It should be developed by the librarian in consultation with the library staff. If saved to a computer file the manual can be updated easily and should be, on a regular basis. Items suggested for inclusion in a staff manual are:

1. Planning Document - The document which states the library's mission, goals, objectives, activities and tasks.

1. Planning Document - The document which states the library's mission, goals, objectives, activities and tasks.

4. Supervision - Given at 2 levels. Name the position responsible for supervising the job being described. For example: the Librarian reports and is responsible to the Tribal Chairman. Also give, if appropriate, the positions to be supervised. For example: the Librarian will supervise the Library Technician and Clerk.

4. Supervision - Given at 2 levels. Name the position responsible for supervising the job being described. For example: the Librarian reports and is responsible to the Tribal Chairman. Also give, if appropriate, the positions to be supervised. For example: the Librarian will supervise the Library Technician and Clerk.

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Figure 7. Organization Chart

5. Educational Requirements - States the educational requirements for the position. For example: The Library Technician must have a high school diploma or its equivalent.

5. Educational Requirements - States the educational requirements for the position. For example: The Library Technician must have a high school diploma or its equivalent.

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6. Experience and/or Abilities Requirement - States non-educational requirements for the position. An example of these requirements for a Librarian position is: 2 years experience in a library is preferred and the Librarian must know how to type and possess a valid state drivers license.

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6. Experience and/or Abilities Requirement - States non-educational requirements for the position. An example of these requirements for a Librarian position is: 2 years experience in a library is preferred and the Librarian must be computer proficient and possess a valid state drivers license.

7. Specific Duties - Detail the job duties and responsibilities to be performed. An example of duties for a Librarian is: responsible for the overall management of the library and its staff; recommends for employment library staff; oversees the development and implementation of all library policies and procedures; participates in all planning for the library; manages all the library's fiscal activities; and performs a variety of other duties as assigned.

7. Specific Duties - Detail the job duties and responsibilities to be performed. An example of duties for a Librarian is: responsible for the overall management of the library and its staff; recommends for employment library staff; oversees the development and implementation of all library policies and procedures; participates in all planning for the library; manages all the library's fiscal activities; and performs a variety of other duties as assigned.

Volunteers in the library can assist in many library activities. They can be used in conducting special library programs, such as summer reading programs; in performing routine library duties, such as checking materials in and out, and in outreach activities such as working with senior citizens. They can be particularly valuable in public relation activities. Because volunteers will be official representatives of the library they should be carefully selected and receive the same orientation and training as regular library employees. A careful record of each volunteer's hours should be documented for statistical purposes.

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Volunteers in the library can assist in many library activities. They can be used in conducting special library programs, such as summer reading programs; in performing routine library duties, such as checking materials in and out, and in outreach activities such as working with senior citizens. They can be particularly valuable in public relation activities. Because volunteers will be official representatives of the library they should be carefully selected and receive the same orientation and training as regular library employees. A careful record of each volunteer's hours should be documented for statistical purposes. If your employees are covered by insurance it is a good idea to check into possible coverage for volunteers.

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==BUDGETING==

==BUDGETING==

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Once the basic information on the budget process has been obtained, the next step is to establish a reasonable timetable for preparing the budget. The timetable should include the following steps:

Once the basic information on the budget process has been obtained, the next step is to establish a reasonable timetable for preparing the budget. The timetable should include the following steps:

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1. A discussion with administrators about the budget outlook so a realistic determination of a budget ceiling can be made.

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1. A discussion with administrators about the budget outlook so a realistic determination of a budget ceiling can be made. At this time determine the administrations requirements for the budget format.

2. A notice to library staff of the budget process with forms to request their input.

2. A notice to library staff of the budget process with forms to request their input.

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The most common type of budget system in use is the line item budget. The line item budget breaks expenditures down into a series of categories such as:

The most common type of budget system in use is the line item budget. The line item budget breaks expenditures down into a series of categories such as:

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Salaries

Salaries

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Travel

Travel

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If travel is required or desirable as part of the library operation it should be part of the budget.

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If travel is required or desirable as part of the library operation, it should be part of the budget.

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Books and Materials

Books and Materials

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Usually you will list books, magazine subscriptions and non-print items separately.

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Usually you will list books, magazine subscriptions and non-print items (includeing online databases, utilities, and other electronic resources) separately.

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Careful planning and development of a thoroughly justifiable budget which has strong community support will greatly aid the library's chances of receiving priority funding.

Careful planning and development of a thoroughly justifiable budget which has strong community support will greatly aid the library's chances of receiving priority funding.

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Another budget activity to be considered is transferring or reallocating approved funding. During the course of a fiscal year priorities may change or emergencies arrive which need addressing. One method of obtaining funding for such activities is to reallocate existing funding. The methods for transferring funds vary but certain steps should be followed:

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Another budget activity to be considered is transferring or reallocating approved funding. During the course of a fiscal year, priorities may change or emergencies arrive which need addressing. One method of obtaining funding for such activities is to reallocate existing funding. The methods for transferring funds vary, but certain steps should be followed:

1. Determine the method of transferring funds.

1. Determine the method of transferring funds.

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3. A new budget showing which funds are being transferred and where they are being transferred to must be developed, justified and presented to the appropriate administrators for approval.

3. A new budget showing which funds are being transferred and where they are being transferred to must be developed, justified and presented to the appropriate administrators for approval.

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4. Accounting records as well as the planning document will need to be adjusted to reflect the budget change.

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4. Accounting records, as well as the planning document, will need to be adjusted to reflect the budget change.

Budgeting provides an excellent opportunity for the staff of the tribal library to plan, operate and evaluate the library's programs.

Budgeting provides an excellent opportunity for the staff of the tribal library to plan, operate and evaluate the library's programs.

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Once a budget has been established a system of accounting for use of funds must be developed. Tribes have different ways of accounting for their funds and the librarian should contact the tribe's business office to determine what method their tribe uses to determine the proper procedures to spend budgeted monies. (what is the process for ordering library supplies, books, etc.?). The library must operate within the policies and procedures of its governing body.

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Once a budget has been established, a system of accounting for use of funds must be developed. Tribes have different ways of accounting for their funds and the librarian should contact the tribe's business office to determine what method their tribe uses to determine the proper procedures to spend budgeted monies (what is the process for ordering library supplies, books, etc.?). The library must operate within the policies and procedures of its governing body.

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Regardless of tribal accounting procedures it is also appropriate for the librarian to keep basic financial records of his/her own because immediate, up-to-date information is needed from time to time.

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Regardless of tribal accounting procedures, it is also appropriate for the librarian to keep basic financial records of his/her own because immediate, up-to-date information is needed from time to time.

Financial records will be needed for each source of funding. For example, if the library receives funding from the tribe and a grant, then separate records for each should be maintained. Usually only records for money spent (expenditure records) must be maintained, but sometimes records for money coming into the library (revenue records) must also be maintained, as is the case with fine money collected for lost or overdue materials.

Financial records will be needed for each source of funding. For example, if the library receives funding from the tribe and a grant, then separate records for each should be maintained. Usually only records for money spent (expenditure records) must be maintained, but sometimes records for money coming into the library (revenue records) must also be maintained, as is the case with fine money collected for lost or overdue materials.

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If the library is receiving money from payments on lost library materials or fines collected for overdue materials then a revenue sheet should also be kept.

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If the library is receiving money from payments on lost library materials or fines collected for overdue materials, then a revenue sheet should also be kept.

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There are various methods for handling library revenue ranging from depositing it in the tribe's general fund to being allowed to use it as a petty cash fund. A written procedure for the handling of revenues, should be adopted. The librarian should consult with the tribal financial officer before establishing any procedures. The tribe may already have a fiscal accounting system that can and should be used. Also note, that because the amount of fine money collected is usually small recording each fine is usually not necessary. Rather, fines can be recorded on a weekly or bi-weekly basis.

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There are various methods for handling library revenue ranging from depositing it in the tribe's general fund to being allowed to use it as a petty cash fund. A written procedure for the handling of revenues, should be adopted. The librarian should consult with the tribal financial officer before establishing any procedures. The tribe may already have a fiscal accounting system that can and should be used. Also note that because the amount of fine money collected is usually small, recording each fine is usually not necessary. Rather, fines can be recorded on a weekly or bi-weekly basis.

==RECORDS/STATISTICS==

==RECORDS/STATISTICS==

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All libraries should maintain certain records and statistics because they provide a record of the library's activities. They are sometimes needed to respond to tribal or federal reporting requirements. They can reveal a measure of library activity effectiveness and provide data for planning.

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There are two reasons that libraries maintain records and statistics. The first is that they are required by funding sources. The second is to show whether or not goals and objectives are being me. You should know how statistics are going to be used before they are collected. They are sometimes needed to respond to tribal or federal reporting requirements. They can reveal a measure of library activity effectiveness and provide data for planning.

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Keeping records and statistics can be expensive and time consuming so it is necessary to decide which records and statistics will be useful and should be kept.

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Keeping records and statistics can be expensive and time consuming so it is necessary to decide which records and statistics will be useful and should be kept, the format to maintain them in and when to discard them.

Records are the "written accounts" of the library and include correspondence, memorandum, business records, reports, and other "paperwork” of the library. A system to file these records, along with a policy on how long the records should be kept, simplifies library routines. When developing a records policy ask tribal administrators if such a policy exists for the tribe. If there is such a policy then the library will observe the same practice. If no such policy exists then one can be developed.

Records are the "written accounts" of the library and include correspondence, memorandum, business records, reports, and other "paperwork” of the library. A system to file these records, along with a policy on how long the records should be kept, simplifies library routines. When developing a records policy ask tribal administrators if such a policy exists for the tribe. If there is such a policy then the library will observe the same practice. If no such policy exists then one can be developed.

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4. Planning requirements (demographic data, etc.)

4. Planning requirements (demographic data, etc.)

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5. Licenses for Software, and use of Videos, DVDs, CDs, etc.

Some statistics are easy to gather (counting the number of items loaned) while others require more time. Only those statistics which will be useful should be compiled. Typical ones include:

Some statistics are easy to gather (counting the number of items loaned) while others require more time. Only those statistics which will be useful should be compiled. Typical ones include:

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3. Services - the number of programs (storytelling, films, etc.) offered, the number of people attending each program, and the number of questions asked and answered (reference).

3. Services - the number of programs (storytelling, films, etc.) offered, the number of people attending each program, and the number of questions asked and answered (reference).

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==INVENTORY==

==INVENTORY==

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Taking inventory of library materials is usually thought of as matching the shelf list with the books on the shelves and the books checked out. It also includes accounting for other major library items such as furniture, audio-visual and other equipment.

Taking inventory of library materials is usually thought of as matching the shelf list with the books on the shelves and the books checked out. It also includes accounting for other major library items such as furniture, audio-visual and other equipment.

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An annual inventory of library furniture and equipment can be useful as both a planning (should furniture and/or equipment need repair or replacement) and a reporting (accounting for equipment and furniture) device. An annual accounting for library materials may or may not be necessary depending on local conditions. Because this can be a time consuming process it may be better to identify particular sections of the collection to be inventoried each year. For example inventory adult materials one year, children's materials the next, and so on.

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An annual inventory of library furniture and equipment can be useful as both a planning (should furniture and/or equipment need repair or replacement) and a reporting (accounting for equipment and furniture) device. Furniture and equipment inventories can also be important supporting documents for insurance policies. An annual accounting for library materials may or may not be necessary depending on local conditions. Because this can be a time consuming process it may be better to identify particular sections of the collection to be inventoried each year. For example inventory adult materials one year, children's materials the next, and so on.

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An inventory of library materials can help determine if the library is properly organized (are books shelved where they are supposed to be), what materials are missing, and if there are shelf list and catalog cards for each item inventoried. Appropriate action can then be planned for and taken if problems are noted as a result of the inventory. For example, if a lot of library materials are found out of order on the shelves the librarian may determine that additional training on shelving is necessary or that a policy be adopted that only library staff will shelve books and signs will be posted telling patrons to leave all materials removed from the shelf on a cart for reshelving and not reshelve the materials themselves. Another example would be that a lot of materials are found to be missing. This may mean that the library has a control problem and needs to adopt a policy of checking patron's books as they leave to make sure that they have been properly checked out. The actual process of inventorying the library collection is easy. Because the shelf list is organized in the same manner as books appear on the shelf it is very easy to compare the two. The process goes much quicker if there are two people doing the inventory, one reading the call numbers of the books from the shelf list and one checking them against the books on the shelves. If a book is not on the shelf, circulation and overdue files should be checked to see if the item has been checked out. If it has not been checked out then write "missing” and the date on the shelf list card and file the shelf list card in a "Lost" file. When you have completed checking the call numbers take the shelf list cards in the "Lost" file and pull all of its cards from the card catalog and file the card catalog cards with the shelf list card back in the "Lost" file.

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An inventory of library materials can help determine if the library is properly organized (are books shelved where they are supposed to be), what materials are missing, and if there are shelf list and catalog cards for each item inventoried. Appropriate action can then be planned for and taken if problems are noted as a result of the inventory. For example, if a lot of library materials are found out of order on the shelves the librarian may determine that additional training on shelving is necessary or that a policy be adopted that only library staff will shelve books and signs will be posted telling patrons to leave all materials removed from the shelf on a cart for reshelving and not reshelve the materials themselves. Another example would be that a lot of materials are found to be missing. This may mean that the library has a control problem and needs to adopt a policy of checking patron's books and backpacks as they leave to make sure that they have been properly checked out. The actual process of inventorying the library collection is easy. Because the shelf list(either printed cards or a printed report)is ordered exactly as books appear on the shelf. The process goes quicker if there are two people doing the inventory, one reading the call numbers of the books from the shelf list and one checking them against the books on the shelves. If a book is not on the shelf, circulation and overdue files should be checked to see if the item has been checked out. If it has not been checked out then the card or list is tagged as "missing” and the inventory date is recorded. When missing books are declared lost, the shelf list cards are collected and all records are pulled or deleted from the card catalog. A lost file may cummulate online or may be all the pulled shelf list cards. The other catalog cards may be discarded. If you have an automated circulation system it can be used to conduct an inventory.

==LIBRARY HOURS==

==LIBRARY HOURS==

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The library exists to serve the community. Accordingly, the library should be open during those hours most convenient to the community, not those most convenient for the library staff. The hours the library is open, along with a list of holidays when it will be closed, should be posted and be included in a written policy statement.

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The library exists to serve the community. Accordingly, the library should be open during those hours most convenient to the community, not those most convenient for the library staff. The hours the library is open, along with a list of holidays when it will be closed, should be posted and be included in a written policy statement. Hours of operation and dates of library closure due to holidays could also be posted on the library's website, if available.

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Identifying the hours which would make the library available to the greatest number of community residents can be accomplished during the community needs assessment process. In considering the hours of operation be sure the hours can and will be maintained.

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Identifying the hours which would make the library available to the greatest number of community residents can be accomplished during the community needs assessment process. In considering the hours of operation, be sure the hours can and will be maintained.

==PUBLIC RELATIONS==

==PUBLIC RELATIONS==

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The importance of public relations to the overall success of the library program cannot be overemphasized. Public relations is the responsibility of every library employee and should be put into effect both inside and outside the library. Every employee who communicates and works with library patrons is involved in public relations. The appearance of the facility itself is a form of public relations. Library staff should always work with the public in a positive, friendly manner. The facility itself should be one that makes the visitor feel at ease. This in part can be accomplished through the careful organization and efficient use of displays and exhibits at the library facility itself.

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The importance of public relations to the overall success of the library program cannot be overemphasized. Public relations is the responsibility of every library employee and should be put into effect both inside and outside the library. Every employee who communicates and works with library patrons is involved in public relations. The appearance of the facility itself is a form of public relations. Library staff should always work with the public in a positive, friendly manner. The facility itself should be one that makes the visitor feel at ease. This in part can be accomplished through the careful organization and efficient use of displays and exhibits at the library facility itself. Look for ways to make every sign you post a positive message.

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Public relations also involves the promotion of library programs and services. Some of the books listed under suggested readings in Appendix F have excellent suggestions for promotion of the library and its services.

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Public relations also involves the promotion of library programs and services.

Partnerships may include working with local Johnson-O'Malley Programs and Title IV Programs in the local school districts.

Partnerships may include working with local Johnson-O'Malley Programs and Title IV Programs in the local school districts.

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Partnering with MLS or MSIS programs can bring in graduate students who can work on special projects for the library as a class project. With email, the Internet, wikis, conference calls, and discussion boards, the communication between students and the library can occur at a distance if a library school is not in the immediate area.

Contact with regional vocation education institutions or community colleges may result in possible classroom teaching in the tribal library.

Contact with regional vocation education institutions or community colleges may result in possible classroom teaching in the tribal library.

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These partnerships will provide different avenues which you can draw on for support in managing a successful tribal library.

These partnerships will provide different avenues which you can draw on for support in managing a successful tribal library.

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==LIBRARY COOPERATION==

==LIBRARY COOPERATION==

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The tribal library will not have all the staff, materials and services available to meet all of the requests for service they receive. To compound this problem, funds for libraries are becoming much more difficult to obtain, thus forcing library programs to look to alternate sources of support. One method for obtaining additional support is to form cooperative agreements with other libraries.

The tribal library will not have all the staff, materials and services available to meet all of the requests for service they receive. To compound this problem, funds for libraries are becoming much more difficult to obtain, thus forcing library programs to look to alternate sources of support. One method for obtaining additional support is to form cooperative agreements with other libraries.

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Library cooperation involves the tribal library working with one or more libraries in the region and state to better serve their communities. Cooperation may be in the form of personnel and/or material resources and may be accomplished informally or by formal agreement. Cooperation may include involvement in a consortia, system, or network. Examples of areas where library cooperation is beneficial include: interlibrary loan, cataloging, rotating book collections, continuing education activities, public relations activities and planning.

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Library cooperation involves the tribal library working with one or more libraries in the region and state to better serve their communities. Cooperation may be in the form of personnel and/or material resources and may be accomplished informally or by formal agreement. Cooperation may include involvement in a consortia, system, or network. Examples of areas where library cooperation is beneficial include: interlibrary loan, cataloging, group purchasing of materials, databases, electronic utilities and online systems, rotating book collections, continuing education activities, public relations activities and planning.

Tribal librarians should first find out what forms of cooperative services are available by talking to other librarians in the area as well as the state library. Participation in some cooperative programs involve no direct costs while participation in other does. If the tribal librarians decide to participate in a formal cooperative effort the wording of the formal agreement should be checked by appropriate tribal staff (including attorneys).

Tribal librarians should first find out what forms of cooperative services are available by talking to other librarians in the area as well as the state library. Participation in some cooperative programs involve no direct costs while participation in other does. If the tribal librarians decide to participate in a formal cooperative effort the wording of the formal agreement should be checked by appropriate tribal staff (including attorneys).

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==COMPUTERS IN LIBRARIES==

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==AUTOMATION/NETWORKING==

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The use of automation in tribal libraries is a reality due to recent developments and growth of the microcomputer industry. Microcomputers have become very affordable, easier to use, and have a large variety of software available to aid the librarian in library related tasks. Tribal librarians who want to consider the use of microcomputers in their libraries should consult one or more public librarians in the area who are using microcomputers in their library. State library personnel can probably offer good advice regarding microcomputers and software.

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The use of computers in tribal libraries is a reality due to recent developments and growth of technology. Computers have become very affordable, easier to use, and have a large variety of software available to aid the librarian in library related tasks. Tribal librarians who want to consider the use of computers in their libraries should consult public librarians in the area who are using computers in their library. State library personnel can probably offer good advice regarding computers and software.

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The uses of the microcomputer with appropriate software could include:

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The uses of computers could include:

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Administrative - The word processing software can be used to handle all correspondence, memoranda, mailing lists or anything else done on a typewriter. Software can handle all budgeting activities. The microcomputer can also handle statistics, inventories and any number of other administrative tasks.

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Administrative - Word processing software can be used to handle all correspondence, memoranda, mailing lists, newsletters, etc. Spreadsheet software can handle all budgeting activities. Computers can also handle statistics, inventories and any number of other administrative tasks.

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Technical Services - Software packages are available to handle such routines as overdue notices, production of catalog cards, circulation, and serials control.

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Automation - An integrated library system (ILS), or library automation system, can assist with acquisitions (ordering, receiving, and invoicing materials), cataloging (classifying and indexing materials), circulation (checking materials out to patrons and receiving them back), serials (tracking magazine and newspaper holdings), and the online public interface. Each patron and item has a unique ID in the database that allows the ILS to track its activity.

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Public Services - Libraries can provide microcomputers for public use; participation in interlibrary loan networks; development of community data bases; and other services which meet identified needs.

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Public Services - Libraries can provide computers and Internet access for public use; community computer usage training; participation in interlibrary loan networks; development of community data bases; and other services which meet identified needs.

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Communication - With appropriate equipment (particularly the modem) the microcomputer can be used to communicate with other offices, libraries, etc. The use of this type of communication can not be over emphasized here. There are several toll-free 800 telephone numbers that can connect a library with federal programs, automated university library catalog systems, educational online networks, and numerous other nationwide systems. There are also information retrieval systems which charge a fee for their services such as DIALOG.

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Communication - With a basic website, perhaps tied to the tribe's homepage, a tribal library can provide information about hours of operation, the collection, staff, upcoming events, etc. E-mail can be used to communicate with other offices, libraries, patrons, colleagues, etc. Librarians should consider participating in electronic discussions on electronic lists and discussion boards to stay current on library issues and to have an avenue to post questions or concerns. Joining the American Indian Library Association (AILA) or other professional associations will give members access to these types of communication. Other ways to communicate electronically include blogs and wikis.

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Rapid developments in the use of microcomputers in libraries are freeing librarians from some of the routine tasks and enabling them to provide better, quicker service to library users.

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Rapid developments in the use of computers in libraries are freeing librarians from some of the routine tasks and enabling them to provide better, quicker service to library users.

Covered briefly in this chapter have been the essential elements of library management. However, tribal librarians should recognize that many things are changing in libraries. Newer technologies are drastically altering the way material can be stored and retrieved. Networking and telecommunications are offering access to an ever expanding amount of information . Librarians must accept change and adapt to it for many of the changes represent opportunities for tribal libraries.

Covered briefly in this chapter have been the essential elements of library management. However, tribal librarians should recognize that many things are changing in libraries. Newer technologies are drastically altering the way material can be stored and retrieved. Networking and telecommunications are offering access to an ever expanding amount of information . Librarians must accept change and adapt to it for many of the changes represent opportunities for tribal libraries.

Latest revision as of 12:33, 22 July 2007

Administering the library requires a librarian to have a great deal of professional knowledge and a wide range of skills. He/she will perform a number of different tasks ranging from the selection, ordering and processing of materials to long range planning. Please refer to Chapter 2 (Starting a Tribal Library) for information on planning and setting library goals and objectives. This chapter discusses some of the primary functions involved in administering a library.

Contents

POLICIES

Policies are written statements which provide guidelines for implementing library actions or activities. Policies state the library's position in a given situation. Policies are useful and necessary because they:

1. Allow for consistent actions and decisions on similar situations and actions.

2. Give pre-determined answers to questions.

3. Avoid misunderstandings about routine decisions among staff and users.

Policies are based on the goals and objectives of the library and should be formally adopted by the governing body. Written policies should be considered for:

1. Material Selection - This policy was discussed in Chapter 3. In brief, major components of this policy should cover: the kinds of materials to be collected, subject areas, types of media; who is responsible for selection activity; guidelines for selecting new library materials; the professional tools to be used in selecting material (Booklist, etc.);specific collection goals such as those for cultural materials; guidelines for accepting gifts; and the guidelines for weeding.

2. Circulation - Major components of this policy statement should include: who may have a card; the library card registration procedure; which materials may be taken out of the library and for how long; overdue material guideline; and interlibrary loan.

3. Rules of Conduct - This policy should be written to ensure the safety of individuals in the library; to protect the rights of individuals; to preserve facilities and materials; and to maintain order in the library. This policy should cover specific unacceptable behaviors (cellphone use, etc.) and their consequences.

4. Safety/Disaster Policies - Libraries should be prepared for disasters such as fires and flood as well as health and safety emergencies. This policy could be extensive. ALA provides information about disaster preparedness with the following websites:

Policies might also be considered for a variety of other activities and facilities usage including use of the library meeting room; service hours; computer and Internet use; photocopier, printes, computers and other equipment use and copyright law compliance; personnel regulations; confidentiality of patron records; and others as necessary. In developing policies, be sure that staff have input into them.

A number of libraries now have their policies online. The following Internet sites contain sample library policies:

STAFF MANUAL

Consideration should be given to developing a staff manual for the tribal library. It should be developed by the librarian in consultation with the library staff. If saved to a computer file the manual can be updated easily and should be, on a regular basis. Items suggested for inclusion in a staff manual are:

1. Planning Document - The document which states the library's mission, goals, objectives, activities and tasks.

2. History - A brief description of the history of the development of the tribal library.

An organization chart helps define the chain of command within the library and provides visual confirmation of the lines of authority given in the job description. An example of an organization chart is presented in Figure 7 on page 65.

Job descriptions provide a written statement of the job duties and responsibilities and the qualifications necessary for the person filling it. Items included in a job description include:

1. Job Title - The exact title for the position. Examples are Librarian, Library Technician and Clerk.

2. Hours of Work - A general statement of the number of hours of work per week. As an example, 40 hours per week.

3. Salary - The salary to be paid for the position. Examples are $6.00 an hour or $960 per month.

4. Supervision - Given at 2 levels. Name the position responsible for supervising the job being described. For example: the Librarian reports and is responsible to the Tribal Chairman. Also give, if appropriate, the positions to be supervised. For example: the Librarian will supervise the Library Technician and Clerk.

5. Educational Requirements - States the educational requirements for the position. For example: The Library Technician must have a high school diploma or its equivalent.

6. Experience and/or Abilities Requirement - States non-educational requirements for the position. An example of these requirements for a Librarian position is: 2 years experience in a library is preferred and the Librarian must be computer proficient and possess a valid state drivers license.

7. Specific Duties - Detail the job duties and responsibilities to be performed. An example of duties for a Librarian is: responsible for the overall management of the library and its staff; recommends for employment library staff; oversees the development and implementation of all library policies and procedures; participates in all planning for the library; manages all the library's fiscal activities; and performs a variety of other duties as assigned.

VOLUNTEERS

Volunteers in the library can assist in many library activities. They can be used in conducting special library programs, such as summer reading programs; in performing routine library duties, such as checking materials in and out, and in outreach activities such as working with senior citizens. They can be particularly valuable in public relation activities. Because volunteers will be official representatives of the library they should be carefully selected and receive the same orientation and training as regular library employees. A careful record of each volunteer's hours should be documented for statistical purposes. If your employees are covered by insurance it is a good idea to check into possible coverage for volunteers.

BUDGETING

To a large degree, the success of a library is dependent upon the money available for materials and programming. Similarly, the money available for library programs is often dependent upon the presentation of a sound justifiable budget.

Budgets are usually prepared by the librarian with input from the entire library staff. The tribal library will have to compete with other departments, agencies, etc. for a limited amount of money so it is very important that budgets be prepared in an appropriate and timely manner. The entire budgeting process is made much easier when appropriate planning has taken place because goals and objectives with time lines have already been established.

Budgeting techniques and timetables vary with the funding sources being used. For example, if the tribal library receives funding from the tribe, the county, and grants, individual budgets must be developed and submitted in accordance with appropriate time schedules and procedures. Therefore, an initial step in the budget process is to determine what budgets must be prepared, the timetable for submitting them, and the forms and formats to be used.

Once the basic information on the budget process has been obtained, the next step is to establish a reasonable timetable for preparing the budget. The timetable should include the following steps:

1. A discussion with administrators about the budget outlook so a realistic determination of a budget ceiling can be made. At this time determine the administrations requirements for the budget format.

2. A notice to library staff of the budget process with forms to request their input.

3. Gathering of information to be used in formulating the budget, such as the present and previous year's budget, the planning document, appropriate library statistics, and the current financial records.

4. Formulation of a draft budget by the librarian using the accounting system adopted. It is advisable to ask for assistance from the tribe's financial officer before setting up your budget so you can use appropriate line item numbers and/or accounting methods.

5. Review of the draft budget with the staff and appropriate administrators.

6. Review of the budget with the library board (if one is being used).

7. Presentation of the library budget to the appropriate administrator/administrative agency.

8. Revision of the budget if necessary.

9. Presentation of the finalized budget.

It is important that throughout the budget process all budget figures be supported with facts. Backup justification might include: A current needs assessment identifying services wanted by the community; a current planning document detailing the library's plans for meeting identified community needs; an evaluation of the library's performance to the last and current year's budget expectations; an evaluation of the library's performance to the goals and objectives given in the planning document; documentation explaining the basis for forecasting budget costs (ex: how the average price of a book was determined); letters of support from citizens, the library board, community groups, local businesses and schools, other tribal programs, and any other community sources.

The most common type of budget system in use is the line item budget. The line item budget breaks expenditures down into a series of categories such as:

Salaries

Included here are wages for all library staff. Also in this line item are fringe benefits including social security and other mandated withholdings.

Travel

If travel is required or desirable as part of the library operation, it should be part of the budget.

Supplies and Postage

Items for organization of the library such as tape, glue, storage boxes, circulation materials are included under this item. Depending on the services you provide, postage may be a significant expense.

Equipment

The purchase, repair and maintenance of equipment may be separated under different line items in some budgets, but be sure to include money for the upkeep of these items in your budget.

Books and Materials

Usually you will list books, magazine subscriptions and non-print items (includeing online databases, utilities, and other electronic resources) separately.

Utilities

These are usually paid for by the tribe as are janitorial services, but be sure have an understanding with the tribe about these expenses.

Careful planning and development of a thoroughly justifiable budget which has strong community support will greatly aid the library's chances of receiving priority funding.

Another budget activity to be considered is transferring or reallocating approved funding. During the course of a fiscal year, priorities may change or emergencies arrive which need addressing. One method of obtaining funding for such activities is to reallocate existing funding. The methods for transferring funds vary, but certain steps should be followed:

1. Determine the method of transferring funds.

2. Identify the budget items to be changed. The items identified may be those where savings were realized or items for activities which have a lower priority.

3. A new budget showing which funds are being transferred and where they are being transferred to must be developed, justified and presented to the appropriate administrators for approval.

4. Accounting records, as well as the planning document, will need to be adjusted to reflect the budget change.

Budgeting provides an excellent opportunity for the staff of the tribal library to plan, operate and evaluate the library's programs.

Financial Records

Once a budget has been established, a system of accounting for use of funds must be developed. Tribes have different ways of accounting for their funds and the librarian should contact the tribe's business office to determine what method their tribe uses to determine the proper procedures to spend budgeted monies (what is the process for ordering library supplies, books, etc.?). The library must operate within the policies and procedures of its governing body.

Regardless of tribal accounting procedures, it is also appropriate for the librarian to keep basic financial records of his/her own because immediate, up-to-date information is needed from time to time.

Financial records will be needed for each source of funding. For example, if the library receives funding from the tribe and a grant, then separate records for each should be maintained. Usually only records for money spent (expenditure records) must be maintained, but sometimes records for money coming into the library (revenue records) must also be maintained, as is the case with fine money collected for lost or overdue materials.

If the library is receiving money from payments on lost library materials or fines collected for overdue materials, then a revenue sheet should also be kept.

There are various methods for handling library revenue ranging from depositing it in the tribe's general fund to being allowed to use it as a petty cash fund. A written procedure for the handling of revenues, should be adopted. The librarian should consult with the tribal financial officer before establishing any procedures. The tribe may already have a fiscal accounting system that can and should be used. Also note that because the amount of fine money collected is usually small, recording each fine is usually not necessary. Rather, fines can be recorded on a weekly or bi-weekly basis.

RECORDS/STATISTICS

There are two reasons that libraries maintain records and statistics. The first is that they are required by funding sources. The second is to show whether or not goals and objectives are being me. You should know how statistics are going to be used before they are collected. They are sometimes needed to respond to tribal or federal reporting requirements. They can reveal a measure of library activity effectiveness and provide data for planning.

Keeping records and statistics can be expensive and time consuming so it is necessary to decide which records and statistics will be useful and should be kept, the format to maintain them in and when to discard them.

Records are the "written accounts" of the library and include correspondence, memorandum, business records, reports, and other "paperwork” of the library. A system to file these records, along with a policy on how long the records should be kept, simplifies library routines. When developing a records policy ask tribal administrators if such a policy exists for the tribe. If there is such a policy then the library will observe the same practice. If no such policy exists then one can be developed.

As a general guideline, business records should be kept until an official audit of accounts has been completed. Library reports of all types as well as matters regarding policies, rules and regulations should be kept indefinitely. Matters involving formal contracts should be kept for several years. Routine correspondence should be weeded/discarded annually. Personnel records should be maintained indefinitely although the folders for those personnel no longer working for the library should be kept in a separate area from the active personnel folders. All inactive files may be placed in proper folders and properly labeled boxes and stored elsewhere to provide more room in the active file area.

The type of statistics to be maintained and reported by a library is determined by:

Some statistics are easy to gather (counting the number of items loaned) while others require more time. Only those statistics which will be useful should be compiled. Typical ones include:

1. Circulation - The number of materials checked out each day; the types of materials checked out (adult, children's, recordings, etc.) the number of materials checked out by classification (100s, 200s,300s, etc.), and the number of interlibrary loans processed.

2. Technical Services - the number of new materials ordered, the number of new materials cataloged, and the number of materials weeded (pulled) from the collection.

3. Services - the number of programs (storytelling, films, etc.) offered, the number of people attending each program, and the number of questions asked and answered (reference).

INVENTORY

Taking inventory of library materials is usually thought of as matching the shelf list with the books on the shelves and the books checked out. It also includes accounting for other major library items such as furniture, audio-visual and other equipment.

An annual inventory of library furniture and equipment can be useful as both a planning (should furniture and/or equipment need repair or replacement) and a reporting (accounting for equipment and furniture) device. Furniture and equipment inventories can also be important supporting documents for insurance policies. An annual accounting for library materials may or may not be necessary depending on local conditions. Because this can be a time consuming process it may be better to identify particular sections of the collection to be inventoried each year. For example inventory adult materials one year, children's materials the next, and so on.

An inventory of library materials can help determine if the library is properly organized (are books shelved where they are supposed to be), what materials are missing, and if there are shelf list and catalog cards for each item inventoried. Appropriate action can then be planned for and taken if problems are noted as a result of the inventory. For example, if a lot of library materials are found out of order on the shelves the librarian may determine that additional training on shelving is necessary or that a policy be adopted that only library staff will shelve books and signs will be posted telling patrons to leave all materials removed from the shelf on a cart for reshelving and not reshelve the materials themselves. Another example would be that a lot of materials are found to be missing. This may mean that the library has a control problem and needs to adopt a policy of checking patron's books and backpacks as they leave to make sure that they have been properly checked out. The actual process of inventorying the library collection is easy. Because the shelf list(either printed cards or a printed report)is ordered exactly as books appear on the shelf. The process goes quicker if there are two people doing the inventory, one reading the call numbers of the books from the shelf list and one checking them against the books on the shelves. If a book is not on the shelf, circulation and overdue files should be checked to see if the item has been checked out. If it has not been checked out then the card or list is tagged as "missing” and the inventory date is recorded. When missing books are declared lost, the shelf list cards are collected and all records are pulled or deleted from the card catalog. A lost file may cummulate online or may be all the pulled shelf list cards. The other catalog cards may be discarded. If you have an automated circulation system it can be used to conduct an inventory.

LIBRARY HOURS

The library exists to serve the community. Accordingly, the library should be open during those hours most convenient to the community, not those most convenient for the library staff. The hours the library is open, along with a list of holidays when it will be closed, should be posted and be included in a written policy statement. Hours of operation and dates of library closure due to holidays could also be posted on the library's website, if available.

Identifying the hours which would make the library available to the greatest number of community residents can be accomplished during the community needs assessment process. In considering the hours of operation, be sure the hours can and will be maintained.

PUBLIC RELATIONS

The importance of public relations to the overall success of the library program cannot be overemphasized. Public relations is the responsibility of every library employee and should be put into effect both inside and outside the library. Every employee who communicates and works with library patrons is involved in public relations. The appearance of the facility itself is a form of public relations. Library staff should always work with the public in a positive, friendly manner. The facility itself should be one that makes the visitor feel at ease. This in part can be accomplished through the careful organization and efficient use of displays and exhibits at the library facility itself. Look for ways to make every sign you post a positive message.

Public relations also involves the promotion of library programs and services.

PARTNERSHIPS

The tribal library will require the support of the surrounding community through out its development. Partnerships must be arranged between the legislative body of the tribe, state representatives, the county and local townships, the local schools, and the state library.

Partnerships within the tribal government may involve the governing body or elected officials. Perhaps a councilperson could be appointed as liaison to the library board. Cooperation with the senior citizen group in the tribe could be beneficial to the group and the library, providing a meeting place, volunteer help in the library, contacts for oral histories, and special services for the elderly.

Partnerships may include working with local Johnson-O'Malley Programs and Title IV Programs in the local school districts.

Partnering with MLS or MSIS programs can bring in graduate students who can work on special projects for the library as a class project. With email, the Internet, wikis, conference calls, and discussion boards, the communication between students and the library can occur at a distance if a library school is not in the immediate area.

Contact with regional vocation education institutions or community colleges may result in possible classroom teaching in the tribal library.

Making contact with county historical societies may give you leads on local history and sources for future sharing of information.

Contact the local schools, informing them of your collection strengths and offer to give the teachers and classes a tour of your library.

Each state library is different but as their goal is to provide library service to the state, there should be, at the least, consulting services in such areas as building construction, selection, children's services, and literacy training. In most state libraries, personnel working in a library have borrowing privileges.

Also it is recommended that the library, as an institution, join a professional library association whether it be the national American Library Association, the state library association, or a regional library association. These contacts will enable you to become aware of new methods of providing service to the tribe, as well as giving them an opportunity to get to know about your tribe's library. Joining the American Indian Library Association will put you in contact with other Indian library personnel.

These partnerships will provide different avenues which you can draw on for support in managing a successful tribal library.

LIBRARY COOPERATION

The tribal library will not have all the staff, materials and services available to meet all of the requests for service they receive. To compound this problem, funds for libraries are becoming much more difficult to obtain, thus forcing library programs to look to alternate sources of support. One method for obtaining additional support is to form cooperative agreements with other libraries.

Library cooperation involves the tribal library working with one or more libraries in the region and state to better serve their communities. Cooperation may be in the form of personnel and/or material resources and may be accomplished informally or by formal agreement. Cooperation may include involvement in a consortia, system, or network. Examples of areas where library cooperation is beneficial include: interlibrary loan, cataloging, group purchasing of materials, databases, electronic utilities and online systems, rotating book collections, continuing education activities, public relations activities and planning.

Tribal librarians should first find out what forms of cooperative services are available by talking to other librarians in the area as well as the state library. Participation in some cooperative programs involve no direct costs while participation in other does. If the tribal librarians decide to participate in a formal cooperative effort the wording of the formal agreement should be checked by appropriate tribal staff (including attorneys).

COMPUTERS IN LIBRARIES

The use of computers in tribal libraries is a reality due to recent developments and growth of technology. Computers have become very affordable, easier to use, and have a large variety of software available to aid the librarian in library related tasks. Tribal librarians who want to consider the use of computers in their libraries should consult public librarians in the area who are using computers in their library. State library personnel can probably offer good advice regarding computers and software.

The uses of computers could include:

Administrative - Word processing software can be used to handle all correspondence, memoranda, mailing lists, newsletters, etc. Spreadsheet software can handle all budgeting activities. Computers can also handle statistics, inventories and any number of other administrative tasks.

Automation - An integrated library system (ILS), or library automation system, can assist with acquisitions (ordering, receiving, and invoicing materials), cataloging (classifying and indexing materials), circulation (checking materials out to patrons and receiving them back), serials (tracking magazine and newspaper holdings), and the online public interface. Each patron and item has a unique ID in the database that allows the ILS to track its activity.

Public Services - Libraries can provide computers and Internet access for public use; community computer usage training; participation in interlibrary loan networks; development of community data bases; and other services which meet identified needs.

Communication - With a basic website, perhaps tied to the tribe's homepage, a tribal library can provide information about hours of operation, the collection, staff, upcoming events, etc. E-mail can be used to communicate with other offices, libraries, patrons, colleagues, etc. Librarians should consider participating in electronic discussions on electronic lists and discussion boards to stay current on library issues and to have an avenue to post questions or concerns. Joining the American Indian Library Association (AILA) or other professional associations will give members access to these types of communication. Other ways to communicate electronically include blogs and wikis.

Rapid developments in the use of computers in libraries are freeing librarians from some of the routine tasks and enabling them to provide better, quicker service to library users.

Covered briefly in this chapter have been the essential elements of library management. However, tribal librarians should recognize that many things are changing in libraries. Newer technologies are drastically altering the way material can be stored and retrieved. Networking and telecommunications are offering access to an ever expanding amount of information . Librarians must accept change and adapt to it for many of the changes represent opportunities for tribal libraries.